CH 10 - PSSI

2e
Chapter 10
Knowledge
Management
Information Technology for Managers

George W. Reynolds
Strayer University
Copyright ©2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
Learning Objectives
• What is knowledge management, and what
organizational benefits can it deliver?
• How can you help sell and successfully implement
a knowledge management project?

2
What is Knowledge Management?
3
Knowledge Management (KM)
• Practices concerned with increasing awareness,
fostering learning, speeding collaboration and
innovation, and exchanging insights
• Enables individuals, teams, and organizations to
collectively and systematically create, share, and
apply knowledge
• Established in IT or human resource management
departments

4
(continued 1)
• Knowledge management system
– Organized collection of people, procedures,
software, databases, and devices
– Creates, captures, refines, stores, manages, and
disseminates knowledge
• Knowledge asset classification
– Explicit knowledge: Documented, stored, and
codified
– Tacit knowledge: Developed as a result of personal
experience

5
(continued 2)
– Processes used to capture tacit knowledge
• Shadowing
• Joint problem solving
• Aims to capture and document the work-related
tacit knowledge of others and to turn it into explicit
knowledge

6
Figure 10.1 - Knowledge Management
Processes

7
Associated Benefits of Knowledge
Management Applications
• Fostering innovation
• Leveraging the expertise of people across the
organization
• Capturing the expertise of key individuals before
they retire

8
Fostering Innovation
• Organizations should innovate to evolve, grow, and
prosper
• Encourages free flow of ideas among employees,
contractors, suppliers, and other business partners
• Leads to the discovery of new opportunities to be
evaluated and tested

9
Leverage the Expertise of People
• Enables employees to share and build on one
another’s experience and expertise
• Allows workers to share thoughts and experiences
about what works well and what does not
• Helps avoid a costly and time-consuming
reinvention of the wheel

10
Capture the Expertise of Senior
Individuals
• Organizations use knowledge management to
capture valuable expertise from retiring employees
– Permanent loss of expertise related to the core
operations results in loss in productivity and quality

11
Figure 10.2 - Best Practices for Selling
and Implementing a KM Project

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Connect the KM Effort to
Organizational Goals and Objectives
• Define how effort will support specific
organizational goals and objectives
• Sell the project to others and elicit their support and
enthusiasm
• Determine if the project is worthwhile

13
Start with a Small Pilot Involving
Enthusiasts
• Involves less risk
• Contains more control over the outcome
– Organization is not seriously impacted in case of an
unsuccessful outcome
• Failure on a small scale can be considered a
learning experience
• Address the business needs of a group of people
who are informed about KM and are enthusiastic
about its potential

14
Identify Valuable Tacit Knowledge
• KM program intends to identify, capture, and
disseminate knowledge from a vast resource of
information
• Organization should identify and prioritize the tacit
knowledge it wants to include in its KM system

15
Get Employees to Buy In
• Create a work culture that places a high value on
tacit knowledge
• Offer incentive for experts for sharing knowledge
through public recognition from senior managers
and their peers

16
Technologies that Support Knowledge
Management
17
Technologies That Support KM
Communities of practice
Social network analysis
Web 2.0 technologies
Business rules management systems
Enterprise search tools

18
Communities of Practice (CoP)
• Group whose members share a common set of
goals and interests
– Engage in sharing and learning
• Develop around topics that are important to its
members
• Become associated with knowledge management
• Origins and structures vary widely

19
Social Network Analysis (SNA)
• Technique to document and measure flows of
information among:
– Workgroups
– Organizations
– Computers, Web sites, and other information
sources
• Supported by the following software tools
– NetMiner, UCINET, and NetDraw
• Metadata: Data that describes other data

20
Figure 10.3 - Social Network Analysis

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Web 2.0 Technologies
• Web 2.0 - Describes changes in technology and
Web site design
– Enhances information sharing, collaboration, and
functionality on the Web
• Used by various organizations to:
– Capture the knowledge of experienced employees
– Provide answers to frequently asked questions
– Save time and effort in training new hires

22
Business Rules Management Systems
(BRMS)
• Used to define, execute, monitor, and maintain the
decision logic
– Enable business users to make changes and
updates to the decision logic without requiring
involvement from IT resources
– Decision logic - Includes policies, requirements, and
conditional statements that govern how the systems
work
• Known as business rules

23
Business Rules Management Systems
(BRMS) (continued)
• Components include:
– Business rule engine
– Enterprise rules repository
– Software to manage the various versions of rules as
they are modified
– Additional software for reporting and multi-platform
deployment
• Usage leads to fast and accurate implementation of
necessary system changes

24
Enterprise Search Software
• Matches a user’s query to many sources of
information
• Identifies the vital content and a relevant source
– Indexes documents from a variety of sources
– Uses the index to present a list of relevance-ranked
documents
• Enterprise search: Application of search
technology to find information within a firm

25
(continued 1)
• Used by:
– IT and Human Resources organizations to enforce
corporate guidelines
– Legal counsel to gather up all e-mails and
documents related to upcoming litigation
– Governance officials to ensure that all guidelines for
the storage of information are being followed

26
(continued 2)
• Electronic discovery (e-discovery)
– Process in which electronic data is sought, located,
secured, and searched
– Intent of using the data as evidence in a civil or
criminal legal case
– Preserve and destroy data based on approved
organizational policies

27
Summary
• Knowledge management
– Practices concerned with increasing awareness,
fostering learning, speeding collaboration and
innovation, and exchanging insights
– Used to encourage the free flow of ideas, leverage
the expertise of people across the organization, and
capture the expertise of key individuals before they
retire

28
Summary (continued)
• Technologies that support knowledge management
– Communities of practice
– Social network analysis
– Web 2.0 technologies
– Business rules management systems
– Enterprise search tools
• Electronic discovery (e-discovery)

29

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2e

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Social network analysis

Web 2.0 technologies

Business rules management systems

Enterprise search tools

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

Information Technology for Managers

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